Scientific Management Theory

2.1 Frederick Winslow Taylor (1856–1915)

Taylor was an American mechanical engineer who became the father of Scientific Management. His seminal work: The Principles of Scientific Management (1911).

Core principles of Taylor's Scientific Management:

Principle	Explanation
Science, not rule of thumb	Replace guesswork with scientifically determined methods for each task
Scientific selection and training	Select workers based on aptitude; train them in the best method
Scientific cooperation	Ensure management and workers cooperate — share gains of efficiency
Functional organisation	Replace single foreman with specialised functional supervisors
Time-and-motion study	Systematically observe tasks to find the single most efficient way
Differential piece-rate	High-performing workers get higher rates; low performers get lower rates
Mental revolution	Both management and workers change their mental attitude — cooperation replaces adversarial relations

Taylor's four duties of management:

1. Develop a science for each element of work
2. Scientifically select and train workers
3. Cooperate with workers to ensure compliance
4. Divide work and responsibility equitably

2.2 Henri Fayol's Administrative Management (1916)

While Taylor focused on shop-floor operations (bottom up), Henri Fayol (1841–1925) focused on the organisation as a whole (top down). His Administration Industrielle et Générale (1916, translated to English 1949) identified 14 Principles of Management:

#	Principle	Key Point
1	Division of Work	Specialisation increases efficiency
2	Authority & Responsibility	Authority goes with responsibility
3	Discipline	Rules must be observed
4	Unity of Command	Each employee should receive orders from only one superior
5	Unity of Direction	One head, one plan per activity
6	Subordination of Individual Interest	Organisation interest > individual
7	Remuneration	Fair wages for all
8	Centralisation	Degree depends on situation
9	Scalar Chain	Clear line of authority top to bottom
10	Order	Everything and everyone in their proper place
11	Equity	Combination of kindness and justice
12	Stability of Tenure	Low turnover is good
13	Initiative	Encourage initiative at all levels
14	Esprit de Corps	Team spirit promotes unity

Fayol's five management functions: Planning, Organising, Commanding, Coordinating, Controlling (POCCC — precursor to Gulick's POSDCORB).

2.3 Criticisms of Scientific Management

1. Dehumanisation: Treats workers as machines; ignores social and psychological needs
2. Over-emphasis on efficiency: Neglects human dignity and morale
3. Class conflict: Workers feared job loss through efficiency; unions resisted
4. Inapplicable to government: Public sector goals are multiple and non-quantifiable
5. Environmental neglect: Ignores external political and social forces

---